Under the context of deep integration development, challenges in cultivating traditional publishing talents emerge in three aspects: fristly, ambiguous disciplinary boundaries and weak academic impetus in discipline systems; secondly, deficiencies in professional expertise, digital literacy, and occupational competencies; thirdiy, insufficient strategic coordination among training entities and constraints from conventional mechanisms.To address these challenges, three strategic approaches are imperative. First, ideological reinforcement through upholding correct political values ensures appropriate development orientation. Second, skills enhancement should focus on cultivating professional excellence, digital proficiency, and ethical standards to adapt to digital publishing ecosystems. Third, fostering forward-thinking capabilities—including market sensitivity and global vision—enables proactive responses to industrial transformations.These measures collectively contribute to building China's cultural and publishing leadership. The cultivation framework must integrate political awareness with technological competencies, traditional expertise with digital innovation, and local practices with international perspectives. Establishing collaborative mechanisms among educational institutions, industries, and regulators will optimize talent supply-demand alignment,synchronize knowledge updates with technological advancements, and bridge academic training with market needs. Ultimately, this systematic approach supports the development of sustainable talent pipelines, crucial for achieving national strategic goals in cultural and publishing sector advancement. Based on the four-helix theory, this study proposes a collaborative cultivation path for publishing talents that integrates government, industry, academia, research and utilization, and in the interaction, we have formed the role position of “government-led, university cultivation, enterprise incubation and user feedback”, and established the cultivation chain of “governance-teaching-research-practice-experience”. Within the framework of the four-helix innovation model, the cultivation of publishing talents is structured around four core stakeholders—government, publishing universities, publishing enterprises, and users—forming interconnected cultivation chain and collaborative space through complementary cooperation. This stakeholder synergy establishes intersecting collaborative relationships where each actor assumes distinct yet interdependent roles: The government, as the macro-level coordinator, allocates resources within the holistic talent cultivation ecosystem, fostering strategic partnerships between publishing universities and enterprises to drive technological innovation and educational reform. Publishing universities serve as the theoretical foundation, delivering disciplinary knowledge and research-oriented training, while enterprises act as practical incubators, translating academic outputs into industry-ready solutions through applied R&D and professional internships. Meanwhile, end-users of publishing products—readers, digital content consumers, and market stakeholders—provide critical feedback by engaging with products, generating experiential data that informs curriculum design, skill requirements, and industry standards. This user-driven feedback loop enriches training practices, ensuring alignment between educational objectives and real-world market demands.